And welcome to the Hampton City Council afternoon work session.

I'm going to ask the clerk to call the road, please.

Councilman Bowman.

Present.

Vice Mayor Brown.

Here.

Councilwoman Campbell, present.

Councilwoman Faraby.

Present.

Councilwoman Harper.

Present.

Councilwoman Muggler.

Present.

Mayor Gray.

Present.

And we have a pretty full agenda this afternoon with presentations, and so I'm going to get right to them by asking the city managers to introduce the first one.

Yes, we're so excited to have with us today our new executive director of the Fort Monroe Authority, Scott Martin, so that the council can formally meet him at our chambers.

I know many of you met with him individually.

And we also want to make sure our larger community meets him.

We're so blessed to have him join the Fort Monroe Authority as the executive director.

He brings a lot of expertise to Hampton and his prior work.

He most recently was in Chattanooga, Tennessee.

Chattanooga became the first city to become a national park city in America.

The others were, I think Sydney, Australia, if I'm not mistaken, and I'm forgetting the one London.

London.

So he he uh clearly has a respect for the natural resources and the role in placemaking and also history and and the role that they can history brings to a community, and is the ideal director for Fort Monroe Authority at its place and time.

And the Fort Monroe Authority is getting ready to embark on an exciting initiative to update its master plan and landscape management efforts.

And Mr.

Martin wanted to share that with you and also just share where we are with the Fort and its planning efforts.

And so we're glad to have Mr.

Martin with us today.

He just recently got back from vacation, and this is his first stop.

So thank you for being with us today.

Glad to be here.

Pardon the jet lag, yeah, it was late last night, but let's see what the heck I say today.

Uh thank you for the generous uh introduction.

I'll skip that and jump right into Fort Monroe's site.

Many of y'all know well.

Um, and just hitting the highlights as a refresher.

It is a jointly managed site between the Commonwealth of Virginia, of course, and the U.S.

National Park Service, both with core missions to deliver there, and you see both the mission and requirements that we have in front of you.

Um, a couple things.

We number one, despite all of that, it's really all about partnerships and collaborations.

And the good news is that Fort Monroe does not stand alone.

We are in a neighborhood of projects across the country that you see on the screen that have similar governance structures set up.

And you see some big ones up there.

Um, you see Jekyll Island, um, you see Bryant Park, you see the Presidio.

So we are in the right room when it comes to doing region shaping infrastructure projects on the cutting edge right now.

We have about a half a million visits per year.

It's a national historic landmark.

600, approximately 600 residents are always coming to go in a little bit with 99% of residential units leased.

There's $18 million in private residential development underway now with the echelon project doing the first two projects.

That'll bring 150 new residents to Hampton in the process.

We have 50 million dollars in infrastructure improvements thanks to Governor Younkin underway that will fix some water lines and sewer lines because the Army didn't exactly leave us everything in great shape.

We found out just last week we have a gas line going through a sewer line.

Um I'm not an engineer, but I stayed at Holiday and Express, and that is bad.

Um so we're fixing that as we can.

The African Landing Memorial is set to open this fall, and then the landscape action plan gets to this question.

Why do some public landscapes move us?

Why do they lift your spirits?

Um they're rare, but they happen.

And there's a couple shots there, and there are others that drag you down.

There are others that struggle.

And there are the rarest ones of all that still have some sense of renewal and come back, and those pictures may look familiar to you.

That's Central Park in New York, which at one point I think we all remember was a punchline.

You don't want to be called dead in Central Park.

It's now the number one visited tourist destination in the United States of America with 49 million visits last year.

All because of a restoration of the public landscape that's there, and they never charge a single penny for anyone to enter that site, holding to the initial goal.

We believe the difference is design.

It's through the elevation of Fort Monroe's genius of place, its special unique features and characteristics that this site can achieve what it can and should achieve.

The timing is obvious.

Now, there's been 15 years of work.

A lot of figuring out.

What's governance look like?

What does deferred maintenance look like?

How do we work out over here?

Well, it allowed us to learn a lot of lessons that allow us to be rather bold today.

And so what I'm going to walk you through now is what the landscape action plan is going to attempt to do.

And let me say this.

This is about a new Fort Monroe.

This site has been in service to the Commonwealth for 400 years.

It's new era of service is going to be exciting, and it's going to be different than it in the past.

It will build from its history while leaving room to make history for people that have yet to arrive.

And I think that's a pretty doggone exciting place to be talking about.

I'm going to use the term public landscape because it belongs to everyone.

It's some of the youngest land on the continent.

It's a spit of sand, which in geologic time is nothing.

But it harbors some of the deepest human stories of freedom, of resilience, and of service in this nation.

A neat juxtaposition, if you will.

It's globally significant for its ecology.

Hard to think about because there's 1.7 million people to surprise it that surround this site that live within 20 minutes of it.

But ecologically, it's every bit as important as the plains of the Serengeti on the Chesapeake Bay.

And it's far done from writing its history.

I'm going to nerd out a little bit, but you'll get used to working with me over the next couple years, and I'm just a nerd and I own it.

Frederick Law Olmsted, who gave us Central Park said landscape moves us in a manner more nearly analogous to the action of music than anything else.

If you think about how you move through land, it makes you feel something.

I had someone tell me this weekend, or when I got back, they spent time at Buckrow Beach.

They said it made them feel good.

That feeling didn't come with you guys putting a sign up saying please feel good here.

It came because of the way the landscape and the design out there made them feel.

We also believe a landscape is how we make history visible.

If we design it right and shape it right, it will reveal itself.

And then I love this quote of all by the author, Andy Prohl.

If you get the landscape right, the characters will step out of it and they'll be in the right place at the right time.

And this is what we're searching for Hampton and for Virginia in general.

One of those special iconic landscapes that makes you feel.

We're also searching for something a little deeper, pretty as for backyards.

I can make your backyard pretty tomorrow.

Beauty is a higher bar, and it takes a lot of work to get there.

This is a little city that was on the ocean in the southern hemisphere after World War II that decided they had this point of land they wanted to do something with.

Y'all have been through it because you've done it as a city, did a big design proposal, big design charrette.

What should we put on this point?

They had a proposal for something that looks like that, a civic theater, an auditorium, a performance venue, another civic center that looked like this.

The final site looked like that, and then thank goodness this is what that city chose to do.

This shows you the power of design.

It matters, and it's a 10% decision.

We have the chance to do something similar at Fort Monroe.

We also believe that juxtaposing wildness, history, and people matters.

Y'all have been up Marsh Creek many more times than I have.

I'm the newcomer in the room, but it is a special landscape.

It's extraordinary when the mosquitoes don't pick you up and carry you out of it.

Dog Beach is going to be finished.

It's going to return to the public.

What should it look like?

The grays that we know in the Chesapeake Bay.

That's silver.

Listen, y'all, this is special.

I know it's easy to take it for granted because we're around it every day here.

Trusted as the boy who left home and lived without water for the last 30 years.

Seeing the bay every day is a pretty doggone important thing.

How do we celebrate that?

How do we celebrate the marshes and textures?

Cities across the world are figuring out how to do that.

You may not recognize that image of that abandoned rail line running through a city with some weeds on top of it, but I bet you recognize that.

That's the high line in New York.

The number one visited park in New York City by square foot.

I had to say by square foot because they measured up there.

They're a little competitive.

And we have a better show here.

Between the black skimmers, the porpoises, the reeds, we've got a show that can stand on any shoulders.

The next is we believe art and culture, place grounded, elevates the experience.

Our lesson around the globe is you don't copy what Boulder, Colorado did.

Boulder should do what Boulder does.

Virginia should do what Virginia does.

And if we rise and stand on that, it'll elevate it.

What would it look like to have buskers all along the boardwalk at Fort Monroe?

Sidewalk artists curated nationally.

Contemporary art.

Thinking about that floating possibly in the moat as a temporal exhibit that comes and goes.

How do we use evenings of activation?

With the increasing heat impact during our summers, we're gonna have to look at Barcelona as a model because it's the only time it's gonna be comfortable to be outside is gonna be in the early evenings.

How do we program ourselves for that magical hour of twilight?

I use the Sydney Opera House again.

When y'all see that image, I'm sure if something comes to mind that comes, it's sales.

Obviously, it's a reflection of Captain Cook.

That tells one story from Sydney.

Since then, they've engaged their indigenous communities and the Aboriginal communities that are now projecting light shows like this on it every evening.

How do we tell different stories using our landmark that go against time?

Circulation and movement is the destination.

How you move through a site matters.

Four Monroe is a military base today.

That was designed to take a Hum V or a Jeep and move a general between his house and an office as quickly and conveniently as possible.

A public landscape is probably gonna say, I'm gonna move you a little differently through that space because I may want you to walk.

I may want you to hold hands with your loved one.

I may want you to teach your child to ride a bike.

So how we move people and circulate them will be part of the landscape action plan because we want to produce these beautiful moments where people move through the landscape.

If y'all been to Atlanta lately in the fourth war, you've seen what the belt line has done down there in terms of making that a pedestrian-oriented community.

So we're going to think about how we move people through the project as well, including these neat installations.

I love this one, I'm just nerding out, but this is an LED solar powered trail that charges during the day and then at night comes alive.

I'm in tactics, pull me out, we'll get smarter people than me.

But can you imagine a story that tells the African American experience on the landscape from first landing to the movement through the gates all the way as a lighted path and what sort of symbolism we can play with to elevate that landscape and story, again, without saying a word.

Letting the landscape lead us and let people come to their own conclusions.

And then the infill and redevelopment.

Do it in a way that complements the palette, that creates a sense of place.

These are examples from across the globe, but this is a new sports complex up in Norway that I'm watching because it's an old military base that they turned into soccer fields.

And the one that always comes to mind when we talk about redevelopment, of course, is the Louvre in Paris.

How do we introduce new forms into old sites and honor both and carry the history forward becomes an interesting one?

Above all else, we're curating a sacred public landscape.

There are very few of these, and I've never had the opportunity to work on one, and I do now.

I think everyone here knows the Vietnam Memorial.

You probably don't know this one.

This is Port Arthur in Tasmania, where the convicts were brought ashore and thousands upon thousands died and perished.

This is the Berlin Holocaust Memorial.

These are sacred landscapes.

And this is one in America.

Anyone recognize that one?

That's Plymouth Rock.

It's a landing site.

Well, we have one of those sites.

But if you take a look at this one, you notice something's missing, and that's automobiles.

Each one of those sacred sites I showed you is about the pedestrian and encountering at that speed and that pace.

So when the African Landing Memorial opens later this year, it will be as a pedestrian experience because we're closing Fenwick to traffic.

We want you to encounter that space as a pedestrian in silence and let families reflect and learn from that sacred space without interruption.

And these are heavy lifts.

And within all this, we have sustainability, both financial and ecological.

It's non-negotiable.

The stuff ain't cheap.

We should never act like it's cheap.

The stuff to do quality, cost.

And you design that in from the jump.

There are four sources of revenue to keep Fort Monroe going, y'all.

This is not a breakdown, but this just shows you the four.

There's earned revenue you generate in sight, there's philanthropic investment, there's partnerships like we have with the city of Hampton, which are wonderful in the Commonwealth of Virginia.

How we develop a landscape that's supportable from those four streams becomes absolutely fundamental to our long-term sustainability.

And the way you do it, we have models across the globe.

This is Chrissy Field at the Presidio, a sister project to ours.

This is Chrissy Field right after demobilization.

Here's Chrissy Field today.

What you're seeing here's a demonstration of sustainability.

See those structures, the white ones right there.

Notice how they are within a marsh in that image.

That marsh is designed to respond to sea level rise.

Those buildings are on rails.

They will pull back as sea levels rise and move to their new footers that have already been poured.

Those buildings are also available for rental that generate the revenue that allows the Presidio to be one of the most visited National Park Service units in the country and not charge for admission because they generate enough revenue in the buildings to operate themselves.

We'll get after that through this landscape action plan.

So how do we go about all this?

Well, number one, we acknowledge that all of this landscape is going to move as one.

So there's National Park Service land, there's Commonwealth Virginia land.

The last time I checked, I asked birds the other day if they were on site if they knew they were on Park Service Land or Commonwealth Virginia.

The birds did not know and they did not care.

So we're going to do the same thing and approach it as one landscape.

We're going to approach design as civic engagement.

Transparent, excitedly optimistic.

The design process is as much about building civic trust and capacity as about the outcome.

And we're going to do it with community engagement throughout.

We're going to honor existing governance commitments and previous design studies.

A lot of plans have been done and a lot of agreements are in place.

We're not going to throw out the baby with the bathwater.

Those are guardrails that will help us make wise decisions as we resolve this thing through.

And we're going to try to come back to y'all and the Commonwealth Virginia and the Governor next July of 2026 with the draft landscape action plan for it.

To get us there, I'm very proud to tell you today that we have had a great jury select themselves to be a part of this.

The deans of the School of Architecture at UBA and Virginia Tech are gonna be on our jury.

The president of the U.S.

uh cultural landscape foundation is gonna be on the jury with Hampton University's chair of their architecture department are gonna help us jury in this competition and bring the best firms to Mont to the town.

Two weeks ago we held a site visit when we put the RFP out.

We had over 130 firms from across the United States and the globe come to Fort Monroe to take a look at this project.

Including the designers of the Highline, the Presidio, Bryant Park, and other notable landscapes you've been to.

They get it.

So I'm very excited to see how this design process brings us through.

And then we're gonna do a public event that evening when we have the finalists in town because very rarely do you get that sort of talent in town ever.

We're gonna do a very nice event at a local venue and allow those presenters to make a public presentation of what they want to bring to the effort as well.

Great chance to bring the community into the process as we move our way forward.

A lot of words, but to say all of it is stuff is advancing.

The landscape action plan is funded and moving forward, phase one utilities are funded and moving forward.

We just put a budget request for our phase two utilities that we'll hear about the governor's response to that when his budget comes out later this summer, and we're continuing to work on ongoing historic building preservation.

The end result is ambitious and aspirational, but those three magazine covers is what we want.

Fort Monroe has every right and every expectation to be here because it is an iconic U.S.

public site and how we bring the energy and excitement of the best design community with the best artists, collaborators, and community leaders of Hampton and Tidewater.

I think it's going to be pretty doggone exciting because there's not too many of these around the globe right now you can mess with.

So I just want to come and say hello.

That's hello.

Um I'm looking forward to working with y'all.

I'm looking forward to working with the community because I think we have a remarkable opportunity here to do something special.

So thank you, City Manager.

Thank you.

Council have any questions.

Okay.

Council members have any questions with Scott.

So I just want to sort of tee up.

I I know I several of you have heard Scott talk before and shared your excitement.

I had a few people that I know in the audience texting me about how excited they were about this vision and they really like it.

Um I just want to share that the gentleman, Mitchell Silver that we're bringing in for the council, planning commission, EDA, and housing authority retreat at the end of September to help us do local planning for the city will help us focus on these same kind of concepts, not just for the Fort, but for the city at large.

And uh Mr.

Silver is the one who worked with Fort Monroe Authority.

Uh, Mr.

Martin brought him in for the Fort Monroe Authorities retreat in April.

So I want those of you who are here and getting excited about what Mr.

Martin's talking about for the Fort to understand that the council and its other uh affiliate bodies that work on planning for the city are also looking at similar kinds of concepts and how we think about the future of our larger community.

So thank you, Scott.

Thank you all very much.

Thank you.

Mr.

Mayor, I do have a request.

Um, we have several people here who have come in support of the youth and young adult opportunities uh presentation today, some of whom would not be able to stay long.

And so I've received a request if we could possibly adjust the agenda with yours and council's permission.

The uh staff uh members who would be presenting on items two and three would not mind waiting to do the youth and young adult opportunities ones first so that we can hear from the various community members that are part of the presentation.

Okay, all right, yeah, good for everybody.

Okay.

Yep, let's do that.

Thank you, sir.

So um last month we heard from Chief Widman about the uh law enforcement part of public safety.

Um today we're gonna hear from the Office of Young and Youth Adult Opportunities and the larger hopeful Hampton initiatives efforts on prevention and intervention, because we all know that crime cannot be solved by our police department alone.

Well, we have an outstanding, progressive, engaged police department.

I want to be clear about that.

And we have a phenomenal commonwealth attorneys who really works to prosecute and lock away the people who need to be locked away.

But we also can't rest only on the efforts of law enforcement.

We want to prevent crime from happening in the first place.

And so often the things that happen in our community are things that aren't predictable in the sense that police don't know exactly when two people who have a beef part of my slang, you know, with one another, choose to settle that beef with violence.

Um they can arrest them, they can deal with them appropriately in the adjudication process, but that doesn't stop the violence from occurring in the first place.

And so several years ago, this council decided to invest in prevent even more heavily in prevention and intervention services to make sure that we were doing all that we could to try to make sure that we were a community that was doing what we could to try to prevent and intervene before problems happened.

And we've done a lot of work.

So with that as an introduction, um, I think Letisha Handy's probably going to kick it off, but I'm sure she's gonna have a variety of people involved in the presentation of their annual report today to talk about the great work that Hopeful Hampton and her office are doing to try to fulfill our promise to walk with the uh police chief and our Commonwealth Attorney who happens to be in the audience, he's sitting back there all coy in the in the back.

Um I want to recognize his attendance today and thank him for being here along with all the community members and staff members and hopeful Hampton team members who who have come in supported the presentation.

Thank you so much, Manager Bunting, Mayor, Vice Mayor, members of council, and city attorney Sid Narr for this opportunity to share on the great work of the Office of Youth and Young Adult Opportunities.

And I would be remiss if I didn't recognize by asking those in the audience who came and support uh leading with our honorable commonwealth attorney to please stand as they are recognized as being a part of this initiative.

So that includes my staff, the Summer Youth Employment, success coaches, don't be shy, our Hopeful Hampton Steering Committee members, our community partners, our Hampton City Schools, our violence interrupters.

Wow, I could keep standing.

Our Office of Diversity, Equity, and Inclusion, thank you for the clap.

And our young people that are a part of this initiative, both as members of Summer Youth Employment and the Hopeful Hampton Divergent Program.

So I would like to thank you all and give you all a round of applause for being committed.

I am so thankful to go after the Fort Monroe uh authority presentation because I do believe that culture elevates experience and that separate from the Hampton Police Department, we focus more on the people than the data.

We focus on culture and relationships, community engagement, prevention and intervention as the carrot, where we want to provide wraparound services, and our department has grown from just once being about many grants to now offering proactive services and community engagement and prevention and intervention for family services and stabilization and for how we connect our neighborhoods.

As our mayor Gray has said in the past, he feels pretty excited about the future of Hampton and where we are going.

And I too am proud to be a part of the leadership moving this work forward.

In addition to this expansion, each person has within their pamphlet a QR code where you can scan our 28-minute narrative video to streamline the process that you want to receive this data from members of our team who represent represent court coordinating the different functions of our department.

And as we explore the history of how we came to be with the Office of Youth and Young Adult Opportunities, as I've explained in past, came to be out of the ask of former and late councilman Will Moffat and former councilwoman Linda Curtis, who saw a need near 2013-2012 about the increase of homicide in our area, which launched a steering committee at the time, Vice Mayor, who wasn't vice mayor then but had plans to get all the way up to where he is now, was also a part of that convening to figure out how do we address disproportionate rates of gun violence happening amongst a limited group of individuals.

And unfortunately, those individuals were by far African American males and they were young under the ages of 25 based on CDC guidance.

Our efforts were committed and focused on those 14 to 24.

We did not have a roadmap at that time, and we partnered with a national organization known as Cities United to help develop our key pillars of what we were going to focus on.

We had about four different, I'm sorry, 11 different areas that we were interested in investing in, but some of those key components were family, community, grassroot organizations, and performance management.

How were we going to manage the performance that we had outside of giving grants to individuals for prevention intervention and enforcement?

And when I say individuals, I mean nonprofit organizations that worked in alignment to add pro-social activities.

From there, we surfaced to CNU to get a survey so that we could identify the top contributors to crime in our neighborhood.

What was perpetuating gun violence?

And that survey yielded results that there were three top contributors, one of them being unaddressed trauma, unsupervised youth, and access to guns.

So we had that information.

We had 11 spaces that we could look into as entry points, but we still hadn't clearly defined the problem.

So we were accepted into the Bloomberg-Harvard City Leadership Initiative under the direction of former Mayor Donnie Tuck, who then allowed us to go off as a team of eight later incorporating community services board, Hampton Newport News Community Service Board as the ninth member, where we defined the problem in Hampton as disproportionate rates of gun violence happening in pockets of our community amongst a limited group of actors and their associates.

And we wanted to address our focus on the individuals that were most likely to create or be committing crime by a focused deterrence model so that we could minimize the loss of life and reduce community trauma.

We wanted to use our marker as the reduction of fatal and nonfatal shootings by 55-50% or higher in five years.

That means that as of 2027, we would see a major reduction in fatal and nonfatal incidents.

The part that primarily runs around my work is the perception of safety and how we are stabilizing families as we tie as we tie into that metrical goal.

The 85% perception or higher of citizens that feel safe in the community really is centered in the work that we do, where we go out and we have public health awareness, we have community engagement, we intervene in crisis situations and challenges for young people that resonate around gun violence, drugs, and violent social networks, and we really have created a sense of an urgency of now, that no opportunity for our young people is wasted, and we do that under a community lens.

As an executive summary, there were four highlights that we will talk about in great detail moving on into this presentation that I was extremely proud to bring to the forefront as highlights of this presentation.

Summer youth employment since 2022 has grown from 83 participants to 147.

We have increased our infrastructure as far as inviting partners that are representing federal and state level partnerships.

We have extended our college intern success program into success coaches for peer-to-peer mentoring of college students to high school students.

We have offered by council's recommendation in our last annual report, the year-around pilot, and we'll be reporting out the success of that.

Our hopeful Hampton Divergent Program that started with 20 in 2023 has now seen over 27 participants with the 70.4% success rate of those individuals not repeating violent behavior as it relates to gun violence.

We have invested in crime prevention through environmental design for the shoreline operations stations, where we saw an immediate need to address the challenges that were happening during spring break and Labor Day weekend, as our historical data suggested that youth were finding ways to find fund by getting in trouble sometimes at Buckrow Beach, and we created an immediate response that was once a temporary structure into a permanent capital project that has had some return on the investment within the first season.

And then our collaboration and what roots us in this work is the data that between 23 and 25, though we have seen peaks, high peaks in 2023 and now in 2025, we are still reflecting a decrease of 50 per 57% or higher from 2023 compared to 2025.

When you focus on the person, you focus on the future, but there is the slight relief in knowing that the people we are focusing on represents less than 0.067% of the Hampton population.

There's over 137,000 people in Hampton.

And we're talking about those that are vulnerable being since the inception of the vulnerability list, those likely of shooting or being shot, equaling less than 169 individuals.

And I feel with that number, it is obtainable for us to do whatever we can to ensure that those those individuals have the opportunity to heal, rebuild, and thrive.

As we move on to family services, this is led by our senior family services coordinator Hugo Morrison, also in support of senior administrator Tashi Patterson, outreach specialist Andrew Cosby and Kihari Schuler, and our performance manager who is also uh supportive our office and outreach, Carrie Thurman.

Excuse me.

Uh Letitia, can you back up to the previous slide?

Uh council member uh Harper has a question.

The quote?

No, the the executive summary.

Under the Hopeful Hampton Divergent Program, where you have 28 participants, total 19 successful, eight re-offended.

What happened to the of the it's an error?

So it should say 27 participants, which will be reflected in the data.

When we did this, we had one that was a pilot, and we didn't know if we wanted to consider him in the divergent program or the pilot.

So we actually have had 28 participants, one that didn't actually go through the 12-week course and has successfully then transitioned.

His name is Elijah, and we'll talk about it when I get to that.

Thank you for catching that error.

You'll also note in fatal and non-fatal shootings that there may be a variant change based on the police data.

This slide shows uh recent information that we received as of the beginning of June.

But when we go to the collective impact, it will show you the data for July 1, and it will reflect a difference in years 23, 24, and 25.

Thank you.

For our family services, our approach begins before a crisis even occurs.

We prioritize prevention by offering pro-social activities, workforce development, support and stabilization, and of course, performance management of these things.

These strategies are anchored by key programs such as summer youth employment, public health awareness events through our Hopeful Hampton Urgency of Now week, our individual service plans through Opportunity Connect, and we measure our programs through outcomes in stability, trauma reduction, service plan compliance, and ensuring accountability and a tangible and tangible outcomes.

With that, we start first with our summer youth employment.

As we've mentioned, we grew from 83 in 2022 to 147 across 58 host sites.

Our key highlights was the federal career exposure where we gained partnership with joint-based Langley Eustace, and we were able to offer some young people hands-on training in aviation, logistics, and federal workforce experience.

We increased and strengthened our soft skill training week with the support and partnership of Bay Port Credit Union through our Bay Port Score and Bite of Reality to build long-term money management skills.

We introduced by way of creative design of our senior administrator Tashi, the success coach model where college interns provide mentorship and career guidance, and we sustained over time from the 2022 to 2025 a 77% growth in the member and the young people that are a part of the community.

Thank you.

Young people that are part of the community participating in employment, and that was because of the investment of council, to which you provided us additional funding to ensure that we could seek more children.

Although we had over 400 some odd applications for summer youth employment.

So we see that there still is a need, but at least we are meeting the mark with the 150 allotments.

We did start off with 150, but as you know, as the summer continues, some people may not have uh properly planned in their schedule, or there might have been challenges such as transportation, and those are some of the things that we wanted to talk to you about today.

That though we've seen a 77% success rate, keeping this high potential opportunity for youth in the structure year-round comes at a different cost.

The four participants that we uh initially had involved in the year-round program yielded a 50 percent success rate because two completed the program successfully because of school schedules, problems with transportation, the other two and other uh incidents that may have impacted their ability to return to work on an annual basis, was it it was unlikely for them they weren't able to do it.

So we talked about how do we expand our city and private placements for career.

Hold on just a minute, Council uh Vice Mayor has a question.

Thank you, Letitia.

So in your in your cohorts, you meant you said two completed the cohort.

Yes, sir.

So we had the pilot program for four year-round summer youth employees, and so two of those four completed the entire year, but but we had two that were unable to.

And what's the average um persons in the cohort?

An average person in this cohort.

Average attendance of the cohorts.

I mean, how many people can be in a cohort, how many are in a cohort cohort?

So I believe we may be talking about two different for Hopeful Hampton Divergent, we have a larger group, sure, but for summer youth employment, we only had a cohort of four because it was a pilot program.

So I guess it's just based on council.

We introduced that year-round model based on the recommendations of council last year to have a year-round component, and we were given four to start off with.

However, if it's something we want to explore for additional participants, it would be yielded at the approval of council.

Okay, thanks.

Yes, sir.

So they were able to gain that extra training and income and pathways towards permanent jobs.

We were able to secure uh year-round job placements for participants with healthy families and also parks and recreation and leisure services.

The challenges, as I was mentioning about keeping high potential youth in this structured year-round program, is going to be funding if you wanted to extend it beyond the four.

Also, that we need to expand our city and private placements for career diversity and have some more support from our executive management team for department placements.

However, we did wonderful this year, so I believe that the intentional conversations that we were having in partnership with CHIP, uh, which is the city's version of a college interim program, had been helpful because they are two different audiences.

We had high school for summer youth employment and some of our college success coaches, and then the city human resources department had CHIP.

We also experienced transportation needs.

Uh, the freedom passes that they get through HRT are sometimes not viable for the options that they have for getting to work because they're not on the bus line or they are within conflicting hours of when the students work.

So we do need to figure out a way that we can offer transportation.

We used Uber and in a previous grant delegated by former delegate Martha Muggler, now councilwoman muggler.

We were able to purchase two vans.

However, that doesn't get us too far when we have over 150 students and possibly over 40 percent of them that need transportation.

So looking at that, and then also our staffing.

We have been given uh conversions of at least two of our part-time positions to help us with office coordination and also outreach.

Currently, we have a part-time person that oversees the summer youth employment portion of this, which does sometimes yield to be unfavorable as we have that person working extra hours to complete the task of our growing needs.

Since the program's growing, there's more administrative needs, there's more follow-up for onboarding, soft skill training, time sheet management, weekly check-ins, and for one person dedicated to that at a part-time staff is kind of difficult, but we're doing it.

So, with our public health awareness, also one of the ways that we connect out to the community.

We have pro-social engagement.

We believe that this does save lives, even though it is fun.

It is also edutainment where we infuse education and entertainment to get people connected to services.

There are ways that we do that in churches, um, on college campuses, in schools, at faith gatherings, and at athletic events.

Last year, we had our Hope After Dark, which yielded 200 plus college students who expressed that their top safety concerns were psychological violence, access to weapons, and unaddressed trauma, and they framed it as students want to be guided where safety is empowering and not enforcement.

So we talked about launching a college-led safety and healing plan in partnership with Hampton University and the city's town and gown committee.

For our Hampton Hope Fest and Hope Hampton Football, we had for the middle school and high school education portion, over 113 students identified by Hampton City schools in need of additional mentor or support, where we did the male mentoring model in the Samoan circle.

This was the opportunity that the mayor and vice mayor had to moderate a conversation about an honest conversation about the weight of their traumas, the visibility of guns in schools, and the constant emotional strain that that carries.

What it led us to understand is that we needed more opportunities like that for those that attended.

The young people were really invested in that conversation, so much so that they didn't want to go on to the next parts of the program because they wanted their voices to be heard, and so that we could close the gap on things that they're not able to say daily because these conversations are not curated in the spaces and in the communities that they attend.

So we look to have a youth-led trauma-informed care discussion and partnership with the schools, and we'll try to introduce that this year to have male mentors similar to what we did before through RICE, but to have it as a Samoan circle so they have an opportunity to discuss their concerns.

In addition to our community surveying, 275 respondents stated that they felt uh safer since Hopeful Hampton began.

64% of that 275.

We know that that is a very minimal number, and we need to work to expand the survey outreach for a truer picture of the representation of those that feel safe in Hampton.

Because if we're only relying on this week, we're always going to meet a very minimal number of individuals who are expressing concerns.

So we look to partner with marketing and outreach and also continue pro-social activities such as Hampton Night Jam during seasons and times where crime is most prevalent.

For our stabilization, which is also a part of the family engagement team's work, we focus on relocating individuals that are in places where crime is prevalent.

So let's say, for instance, if their house was shot up, if they are a part of a violent social network and there's a potential threat for their house to get shot up, or someone to either they're the shooter or somebody's coming to shoot them, we help to guide them into the next steps to keep keep them out of harm's way.

That is our public health approach where we're able to transition housing.

Some of them have been moved out of the city.

This year we were able to relocate six families temporarily and three young adults permanently into transitional housing, and they have those three have maintained housing and employment.

And of those requests that we have received, we had over 65 cases processed through our Opportunity Connect platform.

Opportunity Connect is available for three main organizations such as court services, the Hampton Police Department, and the Commonwealth Attorney's Office to refer us clients.

These clients, in order to be intensive, have to be those that are involved in drugs, guns, or violent social networks.

We've had over 65 cases in fiscal year 2025, and 60 of those have been assigned to individualized service plans to mobilize their protection and well-being on a long-term basis.

When you talk about management, before we had a management tool, as you see, July 2024, we were not able to track our response rate.

So when people give us a case, they fill out a form in the job form.

What is the community engagement specialist team doing to make sure they connect with that client?

We did not have a tracking system, but after we implemented the tracking system from August 2024, we saw an improvement in the number of responses.

Some of the responses seemed down from 2024 because it was about institutionalizing a new system.

Going to that system, reporting that you followed up, reporting that you went to that house, reporting that an individual intake meeting was scheduled.

But as you see now, within the last three months, we're at 100%.

We receive cases on average about eight to nine a month, and the average cases answered from July to June 2025 has been five.

That also that number can also be curtailed by people that are non-responsive.

If we can't reach you because you don't want to be reached, uh, or you were referred by an outside agency such as the Commonwealth Attorney and you don't want to comply, then we can't say that we actually contacted you.

As we get into our public value, this is where we have our partnership of our steering committee, the Commonwealth Attorney's Office, the City Manager's Office, Hampton, Newport News Community Services Board, the Police Department, Human Services, Court Services, City Schools, the Office of Youth and Young Adult Opportunities, and Riverside Hospital, who is a new entity in the sheriff's office to this partnership.

Through the Riverside Hospital Partnership, we're able to explore hospital violence intervention and prevention and also support in our housing stabilization and relocation efforts as a partner that can coordinate those as outside agencies.

We have a carrot and stick model.

I provide the wraparound services through our partnerships and my office, and the stick model is from our Commonwealth Attorney's Office and Police Department, and I'm not sure, Commonwealth Attorney, if you wanted to share anything on your stick.

Okay.

So he just wanted to make sure he was here.

So in regards to the stick, he ensures that the cases are processed and that those that have been a part of the program, if we have given them wraparound services, that he goes to the fullest extent of the law to process those cases accordingly.

Unfortunately, we have had those that have been a part of the turnaround process where they have been in due process and incarcerated because of repetitive behavior, even outside of intervention through the Hopeful Hampton program.

The community engagement that we see where we target those individuals through intervention is overseen by John Davis and his team, Alyssa Johnson, and Joshua Goffagan.

They are our community partner grabbers, so they reach out to the grassroot partnerships, the violence interrupters, the individuals with lived experience, our credible messengers, and they create strong community ties.

They also oversee and manage the city's violence prevention program, Hopeful Hampton Divergent, which is our 12-week incentivized program.

I'll start with our outside agencies.

Our outside agencies are the individuals that we have identified as people who have overcome challenges and have come back to reinvest in our community.

They touch the lives of those that have been impacted by gun violence, violent social networks, and drugs, and they promote changing these behaviors.

It isn't easy, but it's essential.

If there was a shooting on Elmo ABB and Hampton Police contacts, Office of Youth and Young Adult Opportunities, we would then contact our outside agencies to help us make sure that there is no retaliation in our community, also to see if they can create calm, but also connecting individuals to the department.

They have been able to collectively engage at least within the last year 381 times with individuals across our platform.

That includes their support of individuals that are involved in the Hopeful Hampton Divergent Program, that includes outside outreach of those individuals that they have identified based on their organizations as those that are in need of additional services but may not rise to the occasion of being in the divergent program.

Those are engagements within detention centers and those that have been a part of the court process because of continued behavior of violence, but have once been a hopeful Hampton participants.

And so their engagement really helps us adjust those individuals into accepting and also responding and complying with the services that we wrap around from the office, that be it in court compliance, that be it in mental health support services, processing for curfews, and also workforce development.

They also help and mentor those that have transitioned out of Hopeful Hampton into our summer youth employment program to make sure that they understand the workforce development and soft skill training that they need in addition to the week that we provide in maintaining stable employment.

They participate in trainings to make sure that we are equipping them with the outreach resources and tools to coordinate and be sensitive about the issues that they are addressing and approaching, that they know how to effectively build community trust and also know how to respond in high-risk situations with people and places.

The investment that we spent last year was about 287, 762, but based on this year and trying to create a sustainable model, it has now been courted down to court down to 168,000 to contract allocations equitably amongst the four.

What you'll see is there is a variation when we talk about the finance portion, where one organization received additional funding to provide to other community messengers or credible messengers, and also to coordinate mental health support services with an outside partner, which is the differentiation and why they received more than the others.

The others were providing services as an individual, while one organization provided wraparound services, which included two other interrupters and a mental health support component.

With our stop the bleed, I'm sorry, with our divergent program, we give 12 weeks of programming on unaddressed trauma.

How are we addressing trauma in partnership with the community services board?

We address public health awareness.

How does the impacts of gun violence impact you, our community, and your families, and we also explore positive ways to resolve conflict with experiential learning enhancements last year?

We introduced cemetery cleanups in partnership with do-gooders to foster respect for community.

We did stop the bleed training in partnership with Riverside Hospital for trauma-informed care and also responsiveness to emergencies to PAC wounds and to tell them what happens when you enter into the ER as a gunshot victim.

We did court shadowing with Judge Bond to hear cases and allow for open dialogue between the court between the courts and the individuals involved in the program.

We did simulations of funeral services, planning your own eulogy, seeing yourself laying in a casket.

And I was gonna try to dress it up, but that's exactly what we did.

We planned eulogies and looked at ourselves in a mirror to figure out how would we feel if we left before our turn, before we were able to accomplish the things that we set out to do.

And that was very thought-provoking and provocative for many of the young people, but I think the one that really hit home was the jail visit simulation offered by the sheriff's office, where we did spend a half of uh day, well, a half of our program in the jails where we were participants as if we were being charged and processed through the court process and then having to go to jail and spend the night.

One of the reflective pieces that was written after that was I don't want to go to jail because there's bugs there.

Well, there's more than bugs.

But I don't want to go to jail because I didn't like feeling confined.

I don't want to go to jail because I wasn't able to do what I wanted to do.

And so those harsh realities are things that just conversations sometimes cannot give, and most moments are caught and not taught.

So we wanted to make sure that we provided those opportunities.

And of those individuals that have gone through the program that we just completed a cohort, we've had 19 successes, a total of eight re-offenders, and a 70.4% success rate of those individuals involved in programming.

The collective impact, if we're looking at the vulnerability list snapshot, is that we've had 51 completed with two years without incident.

That means that Hampton Police Department took 51 people off of the initial list, which we started with 169.

To date, we have 92 active and 77 individuals have been removed.

That means that they're either incarcerated.

Unfortunately, some are deceased, and some completed the program without incident.

That means that either by environmental or by intervention, those individuals were no longer likely to create firearm-related incidents in our community.

And you may ask, well, if the police know about it, why haven't they been charged?

But sometimes these individuals and not sometimes, because if they can be charged and they know where they're at, they will be charged.

But these incidents don't rise to the occasion of being charged.

They may have been hearsay in involvement, or you've gone to the hospital as a gunshot victim, and oh, you just walked by a gun and it went off.

So those types of situations are why we can't process because some of them are victims, and also some of them are charges that can't be charged.

Some of them are incidents that can't be charged.

We talk about the 0.123% of the city's population, and fewer than 7% are currently active on the vulnerability list, which demonstrates our precision and being able to identify and also to being able to know where the individuals are likely to commit crime.

I know that our police chief talked about last week the fatal and non-fatal shooting numbers, but just as a basis of what we base our numbers also off of, we also provided that as a guiding metric of how we determine if we're making an impact.

And so we go back to our shooting peak in 2023 with 66 incidents with 22 fatal and 42 44 non-fatal, and we still see that we are tracking below that number based on when this information was provided in July of 2025.

But I like to also express again that Hampton Police focuses on the data and we focus on the people.

Our project manager is Tommy Riemann.

We have also hired a service navigator, Andre McLone, who is helping us to identify areas that we can transform into hubs of resources, support, and connection.

The five areas that we have identified as stated, Seldendell, Ripwrap, Nickerson Boulevard, Southworth, Marcella, and Executive Drive have been identified based on the number of incidents based on firearms.

So that's brandishings, that's weapon law violations, that's aggravated assaults.

And what we found is in sometimes shells and I'm sorry, shells that have been found in those areas.

And what we found is is that where we did intervention for community in the Langley Square of Doolittle, there was a dramatic drop of 14 to 9.

Riprap Road has held steady at 17 to 17 events.

Nickerson Andrews has also seen a significant drop from 2024 to 2025, and the Shell Road area has seen a significant drop, but not as much, where Marcella and Executive Drive also had a drop from nearly 20 to 15.

The most significant one was Andrews and Nickerson Boulevard, and our focused intervention is going to be with the RIPRAP Road.

It's our first because it remains steady in incidents in both 2024 and 2025 when we began intentionally tracking the problems.

They have increased, including murder brandishings, and concealed weapons.

So we want to do targeted efforts there.

We are already starting a conversation with Derby Run.

However, we have found that has what's been most successful beyond partnering with commercial properties is that we partner with the churches or local community groups in those areas.

We've had several delays when trying to partner with the complex, one of them being Langley Square, Langley Square apartments.

We wanted to start our first neighborhood resource center there, but because of commercial delays and uh compliances between both the city and the commercial property, we had to put that one on hold.

We were able to pick up steam at RipRap and King with one of the churches, Bethel Christian, where we are in the contract review phase to launch our first neighborhood resource center there with hopes to do so before October 1.

That space will be dedicated for more than just public safety, as we know that sometimes there's a correlation between poverty and crime.

So we want to partner with our family resilience and economic empowerment department, our diversity equity and inclusion department, our community development department, and our grassroots organizations to frame the services that are necessary for that community.

Tisha I got a question.

Yes, sir.

So when we when we look at those hot spots, um heard recently was that oftentimes these uh conflicts that play out in the community that result from groups or individuals who have a beef over something that they tend to kind of be conflicts that kind of happen where they happen to converge at a it could be at a gas station, it could be at a stoplight, it could be you know somebody walking down the street.

So how does how does that uh or does that in any way change uh how we uh approach to how we address this as a I know what we're looking at is hot spots, resources in those areas trying to interval uh to interrupt violent activity in the area where we've seen the data say this is where it occurs.

But over the last couple of years, where these things may play out in different parts of the city, when you when you kind of I guess look at your data from that, does that change the way we do business in any way or the strategies that we have in place for interrupting violent crime because they're not necessarily happening at the neighborhood level more uh at the unpredictable community-wide level that we may not have our arms around.

Just asking just based on what I heard uh in terms of how these things play out, if that changes our strategies and how we work on the street.

Yes, sir, good question.

So, and regards to how we approach the strategy.

I believe for the neighborhood intervention plan, it's based off of historical data.

So even though crime and these incidents of firearm-related um issues happen more fluid and could happen at, let's say, for instance, a gas station, we're still focusing both and so that means that for the individuals we're focusing on those individuals.

We have individuals from Hampton that may have committed an incident in Newport News.

We would still look at that person.

When we talk about places, we're going to look geographically at the places that have had historical knowledge of being places where firearm-related incidents are most prevalent.

So I think that we don't ignore that crime and firearm-related incidents can be fluid, but we also try to create home bases in the neighborhoods.

One, because not saying that all those that create that are living in poverty are committing crime, but there are sometimes correlations between that, that you may have a dip off where some neighborhood may not have as many, say, for instance, the Anderson and Nickerson Boulevard area, but that doesn't mean that we don't folk we stop focusing on those areas.

Similarly to how we saw the dip in 2023 for our fatal and non-fatal numbers.

It doesn't mean that we stop working towards a reduction without knowing that it could go back up.

And so I feel like we still have to be committed to the neighborhood intervention is specifically for the fork course of this grant because we have areas that we submitted for funding.

And if we need to look at a different model moving forward, I think that would be something that the steering committee and council would talk about.

Okay, thank you.

Okay.

So our shoreline operations station, it was it's open now.

We had a temporary tent where we were offering uh response services as an immediate need for youth violence that was happening at the beginning of the summer.

We based off of a couple of years of data that suggested that after or during spring break that our youth sometimes find fund and it's not always fun, like the splat guns uh in the previous years where cars were getting shot by splat guns or how there were incidents such as uh riot type fights that bled off into the school system, and our Hopeful Hampton Steering Committee, Commonwealth Attorney's Office, Court Services, and the police department, along with the city manager's office and myself, sat down and had a conversation about how do we offer both a strong response, the stick and what we could do if parents and youth don't comply, and how could we provide the carrot as an immediate response to being proactive and being more visible on the beach?

So we partnered with Hampton Police Department to offer additional support from their civilian staff to man from 911 from their records division, and also in partnership with Hampton Human Services School Age programs, our office, and our violence interrupters to host these the tent to man the tent for resources to offer uh hiring opportunities for the police department to partner with our parks and recreation staff who is thinly manned at the time, and we did monitoring and walking of the shoreline, reporting out on a walkie talkies anything that we saw, and since the inception of the shoreline operation stations, we have had zero incidents, no call for service, no fights, no young people not finding their parents.

We had two incidents of two children being lost, but because of the shoreline operation station, we were able to immediately coordinate and provide emergency response, and the children were found within the same hour and sometimes within the same few minutes.

I think that this was a great return on the investment that has been put in this from city council and the city manager's office and the Hopeful Hampton Steering Committee, and now we do have the permanent structure.

Currently we are running seven days a week from 12 p.m.

to 8 p.m.

And we will have a ribbon cutting of the structure.

The structure looks exactly the way you see it right now.

Um, and so it will allow people to have an opportunity for hydration should they get overheated, they have air conditioned.

It will allow for patrol staff that is out there to go in and out of that space as they are patrolling the area to make sure that they also have reprieve from the summer season.

We also have first aid in there for band-aids and our walkie talkies for any immediate calls for service on codes violations or violence.

So I'd like to thank you, council and manager bunting for making this a reality for us.

As we get into our finance, which is the last portion of this presentation, as we move from civic and community support to highlight how council has allocated our general funds and it has been put to work.

Our finance and grants coordinator who manages that part is Sharon Due.

She oversees the appropriation of both federal and state funds as well as our general fund.

We carried over balances from our civic and community support and federal and state funding, and have operated off of a 1.15 million dollar budget in fiscal year 2025, which was later increased to 1.17 million, still less than what it would have cost to incarcerate at least 27 people that have been in the program.

Virginia's state incarceration for one inmate annually is $61,000.

And if you had incarcerated the 27 individuals that were involved in our program, it probably would have cost a 1.647 million dollar investment.

And so that means that just by spending SMART on prevention and intervention, we could have saved the citizens at least.

Let me see here.

It is there for our use for those types of projects.

For the initiative that we have for Shoreline Operation Station, we did use about $33,000 of that money to start off the beginning phases of the structure and lighting project, but have been reimbursed by the city manager's office for that amount.

So we do still have $312,967 and seven cents.

Last year, between two fiscal cycles, I'm sorry, between two cycles of grant funding.

We issued out around 15,000.

Let me make sure.

Okay, we funded 15 organizations and saved $13,442.50.

We are issued in the general fund $86,000.

Thank you all for allowing me to find my footing.

An organization is able to be awarded up to $10,000 per cycle, up to $20,000 for the year.

The programs that can be funded up to $10,000 are for prevention and intervention.

And we have up to $2,000 for an event for awareness.

You may see some repeat organizations because of their hands-on approach and basically their return on investment of individuals that are going back to their programs.

So we do have some repeat individuals.

We try our best to educate and inform other individuals about the grant opportunity, but as it stands, we do still have that $86,000.

A solution for consideration in our recommendation process.

Right now we have a standing committee that we've created to make sure that we have compliance that committee does not include, and I'm saying committee of review committee that reviews the grants that comes in, and then we send it to the city manager's office.

The city manager then sends it to the council for final approval and review.

We have an internal process that requires city departments and an external partner to review these grants.

Sometimes it is hard for us to get a quorum, which delays the recommendations that you all get, which creates upset organizations, which creates complaints.

And so we wanted to see how we could review that with a recommendation on the review process that would be sent up to council in the Friday memo for consideration.

Because with those delays in the robust way that we're reviewing right now, if we don't have enough people to review, we're delayed, and sometimes it impedes on the next cycle.

For breaking the cycle of poverty, we wanted to report that we were able to reduce or we were able to spend down all the funds.

I call them MVPs because I believe our violence interrupters are also mentors that are now being funded through outside agencies.

So it allowed us to create that partnership and to have staff.

Also, it allowed us to expand our prevention capacity.

We started our first iteration of the Hopeful Hampton Divergent Program with the breaking the cycle of poverty.

We were able to give incentivized funds to court services to make sure there was compliance to curfews and other probation service plans.

We were able to improve service navigation with a portion of that money going to the performance management tool, and we aligned with the public safety strategy of public health awareness with the first iteration of our awareness week being committed from the breaking the cycle of poverty.

So we would like to thank you, Councilmember Muggler, for helping us receive those funds.

Most of those funds went to Hampton Police and the Commonwealth Attorney ceasefire coordination program.

In our Commonwealth Attorney's Office, they funded areas of their ceasefire programming and events for Hampton Police Division, they were able to purchase FUCS, which is a surveillance system that gives them real-time reporting, which is about a hundred thousand dollar investment.

And for community development, we were able to invest in street lights and also crime prevention items for neighborhood watch kits.

So that really went through our comprehensive violence reduction strategy strategies for our sticks and surveillance.

And we did spend that down to its entirety.

For the Hampton Divergent Program, as we talked about our 12-week program with mentors, our uh guided recreation, and our experimental learning, it's a total of about 77,985 to run two cohorts.

That number is a variable of a couple of different things depending on how many people we have in the program.

Each individual is incentivized, and also each individual has their own violence interrupter mentor.

So we have four that are on outside agency or donation agreements, but depending on the size of the class, we do have outside vendors that we often interview to help us in the mentoring of, let's say, for instance, if the audience was the size of six.

Typically, our comfort zone is anywhere between seven and lower, just based on the complexity and the challenges that each individual comes with and our ability to navigate their needs in real time.

With that, we have seen that we are able to offer this for as low as $34,000 or around 34-5, but it just depends on the amount of people that are in involved in the program.

For our outside agencies, we talked about that right now.

We do an investment of 42,000 for each individual organization.

That's for annual support, on call, real response time.

They are required to attend outside agency meetings.

They are also required to required to attend each divergent program session.

They do have weekly and sometimes daily reports that they have to provide through our opportunity connect form.

They're assigned different clients in addition to their own workload that they have to provide information back to us on.

They do attend court appearances, assist with Letitia Councilwoman Harper has a question.

Yes, thank you for your presentation.

With the outside agencies, you say everybody has 42,000, except for the first one has a lot more.

Yes.

So the first one had a lot more because they were furnishing two additional community interrupters as needed.

And they also had a partnership with the mental health provider that their clients could go directly to instead of using the services that we have within our partnership.

But this year we curtailed that for fiscal year 2026 to make sure we're distributing the costs equitably for individuals versus individuals with packets.

Okay, thank you.

Vice Mayor Brown.

Yeah, thank you, Letitia.

Um looking at your uh the outside agencies and the persons who provide the services, do they use the same case management system?

Yes, sir.

So each one of them are required to use the same case management system.

However, the ways in which they report could be different based on their level of how they've either been able to report or comfortable to report.

We try to curtail it in a way that gives them autonomy.

Say, for instance, some of them text uh John Davis to give them reports, and he will put it in our system that then later gets put into case book by one of his staff members, or they will fill out the opportunity connect job form.

The job form is a seamless online tool that allows them to report in real time, any clients that they've seen, the messages that whatever happened during that um interaction, and then what next steps are.

We try to make sure that they are all entered into that system.

Who enters it might be different.

So do you provide training for them because uh as a one of my lives, training case managers, one of my lives?

Um, when you when you don't do case management, uh the way when you capture the interaction with the person that you provide case management case notes for, it drives the data and it drives the funding.

I'm just making sure that when you said if someone did an intervention and sent it to another staff member and they put it in.

How do you capture the authentic you know how is it original?

Okay, I know I got tongue tied.

I agree.

Uh a problem creates an opportunity, and I I agree with you that the tone could be different because it's going through another deliverer, that you're stating that someone is actually in real time reporting something, and then it has to be translated through another lens.

Those are the hiccups that we are trying to make sure that we are overcoming by training and are every other week.

We have bi-weekly meetings for outside agencies to talk about how and what we are reporting and also to get updates on client cases.

And so we do need to figure out what is going to be more flexible to make sure that we can capture their voices and not hindering the process by uh having it translated through a staff member.

So I can tell you that it's something that we can work towards, not something that we've done so far.

Okay, as we move on to the Burns discretionary grant, we have this until 2027.

We have not made much of a dent in it because of our federal delays, but as I mentioned, we are in the process of hiring staff to support Tommy Riemann, the project manager in those areas for the first neighborhood resource center that we are projecting to be at uh Ripwrap Road in King Street once we establish that contract that will take uh some of the expenses down, at least for the first year, because we were allocated for the first year to start two structures that included rent, uh capital outlay, the office equipment, the staffing, the resources for programming.

And so we do think that when we come back to report this, we will have a significant amount spent down where we will have our first neighborhood resource center already launched and planted, and we should be working towards our second one by the time we're here on the next annual report.

And I mentioned that we have until 2027, but we do also at that point have an opportunity to extend.

I'm not sure what that time frame is as we haven't had that meeting yet.

But when we uh talked about the Burns discretionary and the delays that we've had, they did say that we would be approved for an extension.

With opportunity connect, the mobilized response, emergency support, hotel stays, uh stabilization, case planning, let's say, for instance, um helping with birth certificates or employment readiness equipment.

We spent about 46,136.77 cents.

We have asked that in our hospital violence intervention uh partnership with Riverside that some of these expenses for housing stabilization be a part of the memorandum of understanding that we will establish with them.

So this number will be curtailed down, minus any additional expenses such as uh employment readiness, but as far as the housing stabilization or emergency placements that should be done through our partnership with Riverside.

With our public health awareness week, we were able to dramatically reduce the amount that we were spending this year.

We spent for the entire week 54,241 26 with our comfortable area being around 66,000, but say $13,893 and 99 cents, and found that we were actually able to do much more within the four days that we had, minus the Gala in how we were effectively planning and what we were trying to get out of that week.

So we found that the new strategy focused on the different groups that we have seemed to be more profitable in the way of outcomes, and it also was more cost effective in the way that we approach this work.

So as we've looked at the way in which we prevent violence, the way in which we intervene, the way in which we focus on people, and we ensure we have sustainable processes, we are reminded that we are doing this for a person.

Martin Luther King says the most persistent and urgent question is what are we doing for others?

And I believe that our work is truly rooted in the service of others as being public service, and also just for the heart of passion and ensuring that our youth have an opportunity to heal, rebuild, and thrive.

And I know that for most directors, what they seek is that one that they're making an imprint and that they are providing space for individuals to grow because of their leadership, but two that they do have the public support and legitimate legitimacy of the council.

And so I just want to thank you all for the opportunity to lead in this work to activate out and to be a part of our Hopeful Hampton Steering Committee as a coordinating member to make sure that we are providing youth and young adults the opportunity to heal, rebuild, and thrive.

And now I'll stand for any questions.

Okay.

Questions uh for Letitia.

That was uh that was a lot to absorb a lot of good information in there.

Uh Councilwoman Muggler.

Thank you, Mr.

Mayor.

And thank you, Letitia, for an incredible report.

Uh didn't appear you had any notes in front of you, and you told us a whole lot of information, so impressive.

But the work you're doing is uh, you know, I I chat with you occasionally, and I I truly believe it is so vital to this community.

I'm so proud of the work you're doing, and I I appreciate the shout out, and it is nice to know where um money goes once it's granted to um you know to a good cause, and so I'm I'm thrilled to see um the work that you've done.

I had one little question, then that was about your um outside agencies, and we chatted about that slide.

Uh some of the other council members.

Uh you mentioned um individuals versus individuals with packets.

What's the difference between the two?

So, yes, ma'am.

The individuals and individual with packets differences is that we have funded organizations for an individual to provide a service, which is at our 42,000 dollars.

That means that they themselves representing uh catch more kids is providing services as Troy Ketchmore underneath that organization for violence intervention support.

As a packet, you may have an individual that's coming as their organization, which offers more support than just themselves, which could include additional credible messengers or violence interrupters, and also additional services such as mental health support.

As you look at Let Our Voices Empower, this was funded for three community engagers and the support of a uh of mental health support services.

So there was an agency that was being funneled or being uh utilized for mental health services for clients that have been identified by Let Our Voices Empower and had been funded for that.

Since that time, we found that the strategy that we have through the Hopeful Hampton Steering Committee for the Community Services Forward can serve as that sole entity so that within our partnership that we have, we'll use existing funds to ensure that our clients are connected to mental health services, and as we need additional violence interrupters, we will hire them on a case-by-case vendor services versus putting them in a contract with another entity.

So we're paying individuals now based on right equitably across at the 42,000 dollar mark.

Okay, great.

I I know there's been good work work done by Letter Voices in Power.

Um I just wasn't sure about the the individuals with packets.

I didn't know whether we were talking about the individuals we were serving or the actual agencies.

Um, but I know terrific work's been done by all the agencies that you partner with, and I don't envy you one bit for all the decisions you have to make with respect to all the people that come forward with ideas and and um uh you know solutions for and want need grant money, and you're you're you're in a unique position to be able to um activate a lot of really uh incredible groups and and um have them work with our young people.

So I I know that's a really hard position to be in.

Um, but I think you do um a really fantastic job of being very even-handed about that, and um I'm glad you're at the helm of that and not me.

Um but uh anyway, thank you so much.

I think it was a terrific report, and um I just continue to applaud your work.

Thank you.

Councilmember Harper.

Thank you so much, um, Ms.

Handy to your office for the work that you all do, and um as someone who has indirectly and directly been in involved with some of the work that you all do.

And as someone who has indirectly and directly been in involved with some of the work that you all do, I'm I'm amazed and just very, very proud of the city, very proud of you and your staff and the violence interrupters and and everyone for the work that you all do, not only from eight to five, but it is later on after work that you all put in the work and and hours, and and I just want to applaud you for that because when you're dealing with uh people who have um you're trying to rehabilitate or you're trying to help them, it takes a come a commitment and it takes a dedication to to doing this work.

And I know sometimes it is not easy, but as uh councilwoman Muggler stated, um, you all may uh it seemed to look kind of easy for the way you all make it, but I know it is definitely not.

Um, and it was a great presentation.

My only concern is um when you for the uh outside agencies or whoever you allocate money to, I just want to get the reporting straight that when they report back that uh um I just want to make it clear that I understood what you were you were saying that you're several other people, not the same person may is it all going into this uh a system, but several people may put it into the system or which whichever.

So I I just want to because it it can get kind of funny when you got too many people's hands in the in the in the pot, even though they may be going into the to the system to put in information into the same system that you don't have any human error when you got you know five and six people doing this the same thing.

Not to say that they're incompetent, but when it comes to you know money, um I just you know was um wanted to be sure that everyone was reporting the same and correctly the way that they should.

And nobody was not reporting because they did not want to report or whatever from um your comment or whatever, but I just wanted to be clear on that.

Yes, ma'am.

So I I thank you for asking that, Councilwoman Harper.

We definitely want to make sure that we have a consistent process.

So our case management tool is audited by one person, which is Carrie Thurman.

The two individuals that have access to inputting notes as our case management specialists are community engagers, Alyssa Johnson and Joshua Goff again, and it's overseen by John Davis as a partnership of our community engagement, the violence interrupters or our mentors work intimately with John Davis's team and meet bi-weekly to talk about different cases while they're in the field.

We'll say, for lack of a better word, they have an opportunity to fill out reports via their phones, and that's gone through a jot form.

So their particular notes for an individual will then go to this cloud, an Excel word sheet, and it will be uh seen by both John Davis and Carrie, and they can input the notes into the different client accounts.

And so they all have the same tool and can use that tool to report in real time what it is that they're doing, or by minimum their weekly observations.

And that is a requirement that each one of them have to report if they are allocated funds.

Yes, ma'am, thank you.

Yes, thank you.

Councilmember Ferraby.

Thank you, Mr.

Mayor.

I echo um councilwoman um Muggler and Councilwoman Um Harper's um positive comments about the work that you do and uh the impact that you've made.

And from and from my perspective, the fact that you're our tracking and using those impact metrics and also tracking what your key challenges are.

I I think that's very very powerful.

Um I do have one question around what do you see or is there anything in particular that is keeping you up at night or where you see um you need additional support um or what do you want to emphasize going forward and what what kind of support do you see you need.

And and that might be too deep of a question, but I you know you've you've given us a comprehensive assessment of how you of your performance this year, but is there anything that stands out to you that is a great need that you see or something that's really keeping you up at night?

Yes, ma'am.

So councilwoman Ferry, I thank you for that.

Uh that one was uh uh how do you say uh cliffhanger for me because you don't really get to express your feelings, but I'm glad that you offered me the space and the psychological safety to do so.

I think one of the things that keeps me up at night is that I can't save them all.

Uh that there are some people that no matter how much intervention we do, we're not going to be able to change the trajectory of the life that they choose to live or that by circumstance they choose to live.

And what I'm thankful for is that I do have supporting places.

I talk to a manager bunting sometimes, even in tears about what we can't fix, especially since our work is intimately grounded in youth and young adults.

I talked to Commonwealth Attorney Bell about how I don't want to arrest everybody and they call me the rubber hang hammer.

Um and and he also provides comfort in saying, you know, we're doing the right things for the right people.

I think a thing that keeps me up at night is burnout of my staff and the fact that these grant funds don't last forever.

And when I say burnout of my staff, when I inherited this department, we had very few depend the uh positions, but out of the grace and out of the work that we have expanded into and the outcomes, we have been given a lot of positions, and you all have provided the latitude to make most of those part-time positions into full time.

But there is still a need because I do still have more full time than I have part-time.

I'm sorry, more part-time than I do full-time.

So when I talked about summer youth employment, sometimes I am at the cusp of okay, I need you to work just under 40 hours so that we don't have an issue with employment law and and compliances, but I also need you to be here understanding that you have a part-time schedule.

So it would be more so trying to take the stress off of my team as part-time members uh to think that they have to get everything done within the limited of 25 to 29 hours for those individuals because our work is so expensive.

It isn't the same work that I inherited, which can't be managed by the same type of department structure that I that I historically had.

Thank you, and and congratulations again, and we're definitely here to continue to support your efforts.

Thank you very much.

Very much needed.

Other questions?

Councilwoman Mugler.

I don't I don't usually like to circle back, but I I did forget to um make this comment and ask this one other question, and that was one the the shoreline operations station.

You really really deserve a huge shout out for that particular project because we had an issue, and um it was immediately a dress.

I mean, it was overnight that came together and has been so effective as you described today, but I was so surprised at how quickly it all was brought together and really became an entity and and be very very effective.

So just want to make sure that we didn't forget to give you a shout out for that because it was really amazing.

And then I just had a question about the um some of the riverside relocation funding.

This um, as we know, a lot of the um administrative moves that are being made in Washington are um having an effect on our health care system and uh Riverside is no exception.

Do we have any uh idea or contemplation about how stable their funding for this particular uh program might be?

So we from what I understand are coming into an agreement to provide them funding to continue their hospital-based hand-in-hand program with the cartel of the things that we need.

They already have a partnership with Newport News, as we know Newport News doesn't have an official steering committee that offers these additional services, so they have more of a deeper investment with Newport News, and we had particular things.

So we did it a la carte where we know that housing stabilization was one of the things that we had a need for, that connecting individuals for transportation support was one of the things.

So we were able to be very specific about the things that we wanted to uh get out of the partnership based on their funding request.

Right now we haven't such entered into that memorandum as we are trying to see what the first quarter year yields and uh taxes and and the stability of the city before we commit those funds, but we have had conversations about how we would continue thus far for this year.

We haven't had any relocations, but we do still have the flexibility in our general fund to do so until the next quarter when that partnership will be uh right, re-examined.

Thank you.

Yes, ma'am.

Okay.

All right, thank you.

A lot of good information to share.

Um, thanking city manager.

I know we have a um round table discussion, I guess, coming up with mayors and city managers over violent crime in the whole region.

And so when we I think this is good information, this report is you know, to be able to share with uh you know our counterparts and the other cities on what we're doing in Hampton.

Um I just have a request of uh um Letitia, you know, from doing this report.

You know, I I we talked about this in our uh monthly meeting uh a couple of days back about uh you know my uh concern about how sometimes we we present you know crime stats and you know a six-month measure of what we are today versus what we were six months ago at the same time.

Just you know, kind of it it may give the appearance that there's been a uh a drastic drop in violet crime, but you can't count on it to last.

What what lasts for me is is looking at the uh the uh reduction in the rate of violent crime over extended period of time.

So while I'm still waiting for that part to happen, what I like to hear with this presentation, in addition to this presentations is some of your success stories.

Uh and I know somewhere you know embedded in all of the work that the violence interruptors are doing, families that we have moved from one location to another to get them out of harm's way.

Uh, people that we have just you know, the work and the investment of time and energy that you put into some people somewhere out there there's some success stories, and so it would be helpful to hear some of those sometimes because they have they carry a lot of weight, have a lot of meaning in terms of looking at it at how successful we are with this work when we can see and feel and and and experience the testimony of somebody who's uh who's been changed by the work that we do.

So just adding a few success stories to this uh at the end would be I think helpful in uh helping us understand and and to kind of see an example of the work you're doing and how we're having successes with changing people.

And fairness, yes.

I think that's on the video that 28-minute video that if if you all were watching, you would be seeing, but that would add to the length of the meeting.

Okay.

So I encourage everyone to go watch the video.

All right.

Thank you.

Thank you.

And Mayor, I do want to say um, because you can't end without a cherry on top.

I want to go back uh councilwoman Muggler to the Shoreline Operation Station and really thank the city manager's office, Mary Bunting, and our assistant city manager, Dr.

Quasi O'Bang, for the autonomy and the latitude to do that.

It was really because of their support and seeing this go forth with the partners of parks and codes and also the community development department that we were able to move as fast as we did.

So thank you, Mary, for that, or manager bunting for that, and also uh Dr.

O'Bang.

In regards to And the police department for being willing to be innovative in doing that effort, as you know, we put the mobile command center out there to we could get the new um uh permanent structure uh which is out there now, and then we invite you to come out and see it.

It got installed last week and put the floor down on the air conditioning.

Uh many times people ask us why our police officers might be sitting in their cars.

Uh they wear very heavy equipment, by the way.

And if they're not getting a chance to cool off, they could suffer from heat exhaustion.

So um they want to be out, they want to serve the community, but they do need to protect their health and safety.

And so sometimes if you see them in the cars, that's them taking that cooling break.

But now with the shoreline operations center being right there at the beach, they'll be able to go there to take their cooling breaks and still be accessible to the public.

So it was a win-win project on many levels.

Um, and of course, Letitia was our lead, and I thank her.

I'm glad you recognized her councilwoman Muggler.

But it it took all of I mean this is a very typical project.

I'm glad she mentioned several of the departments.

I just didn't want to leave HPD out.

It's it's typical for how Hampton does things.

We break down the silos and we all come together to make things happen.

Yes, and thank you.

And to your chair, uh, Mayor, I do have I want to ask Logan and Amir to stand up, please.

These are two of our young people that just recently completed the whole full Hampton Divergent Program and are now city employees through summer youth employment.

These are two of our success stories that are avoiding negative contact with firearm-related incidents so that they can be an investment to themselves, their families, and our communities.

And I would like if we could give them a round of applause.

Thank you for being the future leaders and change agents in our community.

And Logan just graduated from high school, so we were at Kit Katan High to see him walk the stage.

So congratulations, Logan.

And that was a partnership with Hampton City Schools.

So thank you, Dr.

Sarita Caithan, for making sure that we could partner to get our young people across the finish line.

This really is a multidisciplinary approach, and I again thank you, and I'm proud to be one of the faces.

Y'all have a good one.

Okay.

Next next presentation.

Yeah, I know that there is a presentation from this office's summer youth and term employment program, but we have a lot of the public that was here for the ADU presentation.

So I'd like to go back, if you don't mind, to the accessory dwelling unit presentation so that those property management companies and realtors that are here for that perhaps don't have to continue to wait.

So I will uh now um ask that we take that item if you don't mind, Mr.

Mayor.

Okay.

And um, this is going to be presented by our community engagement manager, Monica Mayhard, um, who's gonna uh go over the proposed zoning ordinance amendments as she's coming up.

I know council's aware, I believe those in the attendance are probably aware of it for the benefit of our community.

We've had a stakeholder group as we often do, and included larger community surveying on how Hampton might want to uh update our ordinance, our zoning ordinance to allow for accessory dwelling units and the information you're gonna receive today from Monica will detail what we've learned and the work of the stakeholder committee.

Thank you.

Welcome, Monica.

Thank you.

Thank you, City Manager Bunting, Mayor Gray, Vice Mayor Brown, and members of council.

We are um here, as Manager Bunting mentioned, to talk about the proposed zoning ordinance amendments for accessory dwelling units.

Um, before we get started, I do want to ask all of the staff and our steering group members who participated in this process to please stand and be recognized as well.

We'll see members from across our department.

We have several divisions within community development who were interacting with one another to ensure alignment across this ordinance.

And you also see members of the public who represent different um stakeholder groups that we'll speak about a little bit more and the rest of this presentation.

So the purpose of the presentation today is to provide an update on our engagement progress to date.

We're gonna talk about some of our key milestones, outcomes, and the initial findings of that.

We want to talk about um, we want to give you a preview and talk about what our next steps are towards policy action, and then um hopefully create some space to gather feedback from you all and some other uh boards and commissions within the city.

So in December, we did um actually speak to you guys about where we're at and what the housing need is looking like in this region, but also in the city.

I know that was something that was really nudged along and directed by you all at council, and so one of the things we were asked to do was look at other housing options.

How can we increase the housing opportunities for Hampton residents within our existing neighborhoods?

So, one of those tools, we know that it's not gonna be one thing that solves housing crisis, but one of those things we're introducing is accessory dwelling units.

These are smaller secondary housing units on a one-family residential lot.

That can be a detached ADU, and it also can be an attached ADU.

Why do we think ADUs will be a good benefit?

Uh we think that this will encourage a lot of economic and efficient use of our existing parcels.

It also will allow us to adapt those residential properties to support more residents at various stages of life.

We hope that this will create greater social economic diversity within our neighborhoods and provide homeowners with the means of obtaining that additional income.

Every time we are going to introduce a new policy, uh a code, a law into this city.

We really want to ask ourselves why and what are our goals.

And so we did spend some time thinking about what are the six things that we really want this ordinance to tackle.

We looked at housing affordability, multi-generational living, environmental sustainability, the economic benefits that this could provide.

Is it administratively feasible?

Are people gonna go through the permitting process?

Are they going to understand and are they streamlined through that process?

And how are we enhancing and maintaining the neighborhoods compatibility?

So in December, we presented this timeline to you all.

We did say that we were going to provide a midpoint check-in with you in August, which is where we are now.

We have concluded that round of commun, our first round of community engagement.

And in the rest of this calendar year, our goal is to finalize the proposed amendments and adopt the ordinance.

So what's some of the research that we've seen across the region?

A couple of things that I'll call out on this graph.

And as a note, you go you all do have a compiled version of this with all of the different regulation elements on one sheet, provide it for you and your packet.

So lots of folks are looking at that attached and detached as an option.

They're beginning with one accessory dwelling unit on the lot.

We're also seeing in terms of square footage, a lot of our localities are around 500 or 800 square feet, and some of them are also introducing a percentage of the principal dwelling unit.

We also see many of the localities are requiring that an owner is occupying at least one of the dwellings on the property.

And a lot of them are excluding uses such as short-term rentals and renting the ADU altogether.

So we'll talk a little bit about the engagement in a little more detail here.

So we were fortunate to have 363 community members respond to our request to give us feedback on variety of things.

Our goals, the height, the size they think a good accessory dwelling unit is, any concerns that they may have in terms of how it would impact their neighborhood.

And we took a lot of those responses and we actually presented them to our steering group members.

And so we really wanted the community to be reviewing the results from the community and leading the discussion around what came out of our first proposal for this ordinance.

After that, we did a lot of engagement internally.

Mary Bunting has already mentioned that we are really here to break down silos.

And so we spent a lot of work working with marketing, public works, the city's attorney's office, as well as our public safety representatives with Hampton Fire, Hampton Police, and Dispatch to make sure that all the things that we may not be focusing on in our department is being managed holistically.

Some of the survey results I've placed here, and then there'll be some more further on in the presentation.

But what was glaring about these results is the percentage of people who are really considering including an accessory dwelling unit to their property.

That was about 48% of our survey respondents.

The other glaring note here is that 43% of them envision using an accessory dwelling unit to support their family unit.

That looks like so many different ways: an aging parent, a disabled sibling, a college student who wants a little bit of independence, but not too much.

And again, we took all this information and brought it to our steering group.

And so in that steering group, we really worked on having neighborhood representatives, which you'll see there listed in blue.

Really wanting to have investors and builders to be part of the conversation, which are the folks that you see there in red, and then what we call our end users.

So those are traveling nurses, seniors, the disabled populations, and students who were representing those voices in these conversations as well, so that we're not introducing a policy that a senior won't actually be able to use or a student wouldn't actually be able to use.

We did spend some time thinking about so many different scenarios and versions of how an accessory dwelling unit can exist on someone's property.

And at some point we had to share with the steering group and share with the staff, we can't solve everything, so where do we want to start?

So we started with emphasizing safety, which meant we were really gonna be allowing the code to be driven by building code and not trying to include a bunch of new regulations.

So we're really trying to work within our current development standards and streamlining opportunities for families to utilize these properties.

And with that, I'm going to turn the mic over to our interim director of community development, where she'll break down the proposed amendments in greater detail.

All right, thank you, and good afternoon, members of council.

So, as Monica mentioned, we did quite a bit of outreach engagement and research to ensure that we were bringing forward a thoughtful and informed proposal.

We took all that insight gained, aligned it with general planning and development standards, best practices, and have the following recommendations for your consideration.

So staff is recommending the expansion and amendment of the zoning ordinance to permit ADUs on properties with single family homes, subject to additional standards set forth in chapters one, two, four, and eleven of the zoning ordinance.

Additionally, we're recommending a phase approach where the ordinance will be more restrictive at adoption.

This is a similar approach to what we did with STRs, as it allows us to get an ordinance adopted, monitor and collect data for some period of time, and make changes or tweaks in the future as council sees fit.

Starting with chapter two, we recommend expanding the definition to include specifics in regard to attached or detached ADUs, and that an ADU must be self-contained, having its own kitchen, bathroom, and sleeping area.

Chapter one will contain the bulk of the regulations for ADUs.

And so generally those standards aim to permit ADUs on all lots containing a single family home by right, subject to development standards that will be specified within.

They aim to minimize negative impacts on neighborhoods and ensure that they remain accessory in nature and to prohibit specific uses.

Many of the standards that are proposed on the next few slides pertain to new construction, and we will discuss existing structure renovations and nonconformities later in the presentation.

So beginning with the number of ADUs on the lot, as Monica mentioned, we would recommend, at least for phase one, that we limit those to one per lot, which would be in alignment with what the other localities are doing and also in alignment with the community feedback that we received.

In regard to minimum lot size, we would recommend that we do not require a minimum lot size as we think this would be an unnecessary restriction, giving the other requirements such as setbacks, maximum lot coverage, and height maximums will ensure that ADUs are otherwise established in a manner that is safe, building code compliant, and compatible with neighboring properties.

In regards to setbacks, we recommend keeping the current setback requirements for principal structures and accessory structures.

And so essentially for the attached ADUs, they would be required to meet the current setbacks for principal structures, and for detached, they would be required to meet the current setbacks for accessory structures.

The separation requirement, so for detached ADUs, there would be a separation requirement between the principal structure and the detached ADU.

That will not be found in the zoning ordinance, rather, that will be dictated by the building code.

In regard to maximum lot coverage, we currently limit accessory structures to 20% of the rear yard.

So we do not, again, do not recommend increasing this maximum at this time.

If we were going to look at increasing the percentage of lot covers, there are other things that we would we would have to more thoroughly investigate, such as stormwater impacts.

So we would have to look at the additional stormwater flow on properties and adjacent properties within to really research how that infiltration stormwater flow would impact that property and adjacent properties.

And so again, we recommend keeping that as is for now.

In keeping with the goal of ensuring that ADUs are clearly subordinate to principal structures, staff recommends restricting the maximum size of an ADU, whether attached or detached, to 50% of the primary principal structure or 800 square feet, whichever is less.

But what we are saying is once an ADU is established, it will not be able to be subdivided or otherwise segregated from the principal single family detached dwellings.

So we would essentially recommend restriction restricting segregating the ADU from the principal structure once it's established.

In terms of height for ADUs, so these would be ADUs that are established outside of the flood zone.

Staff recommends that we limit ADUs to a total height of 16 feet.

That's about one and a half stories, essentially saying 16 feet height restriction, but never any taller than the principal structure.

Currently, we measure the height of a structure from the base grade to the midpoint of the roof, which you'll see in the example on the left.

A little bit different of a situation would be an ADU that would be established in a flood zone.

So what we may have happen is we have a property that's in the flood zone where the principal structure has not been required to be elevated, but we have a newly ADU established and will have to be elevated.

So what we're recommending in those situations is that we still restrict the total height to 16 feet, but we in some cases we may allow them to exceed the height of the principal structure.

And so for the example on the right, for ADUs in the flood zone, instead of measuring from the base grade to the midpoint of the roof, we would recommend that we measure the height from the design flood elevation to the midpoint of the roof, and design flood elevation just means base flood elevation plus our three-foot freeboard requirement.

While the community was split on this issue, we strongly recommend prohibiting the use of short-term rentals within the ADU while most other localities impose the same restriction.

And for phase one, we really want to emphasize and prioritize family unity by focusing more on the goal of permitting multi-generational housing opportunities for families.

And whether attached or detached, when looking at the access to an ADU, we recommend that we say in our zoning ordinance that the access must be safe and accessible at all times.

And specific to attached ADUs, the principal access must be located on the side or rear of the structure for new construction.

In terms of existing structures, we're going to look at that example when we get to the nonconformity section.

And as far as owner occupancy and keeping alignment with policy goals, staff recommends that the proposed ordinance speaks to the requiring some form of owner occupancy for either the principal structure or the ADU.

Just a quick recap on what the other localities are doing in terms of language for that.

So Newport News says that the owner must reside in either the principal structure or the ADU.

Norfolk, it was slightly different.

They say the owner must reside in the principal structure or ADU when one of the units is available for rent.

Chesapeake says that occupants of the ADU must be meet the definition of family so they don't allow rentals.

Virginia Beach, occupants of the ADU must be owner or family or anyone over the age of 62, so again, they do not allow rentals of the ADU.

Suffolk generally states that the ADU can't be used as a rental, and Portsmouth was silent on this requirement.

So staff recommends doing something similar to either Newport News or Norfolk.

So if we did something similar again to Newport News, we would say that the owner has to live in either the principal structure or the ADU at all times.

So now we're going to look at some legal or some non-conforming examples.

And so generally non-conforming means that a structure or use does not comply with current rules, definitions, or restrictions in place, but it was permitted under provision previous provisions or precedes the ordinance.

And so the first example would be for an attached ADU.

We would say that an ADU may be located within or attached a legally legal non-conforming principal principal dwelling, excuse me, provided that no new nonconformity is created.

For detached, a good example of that would be if somebody has a garage in the rear of their property and they want to convert that to an ADU.

That garage may have been legally established and not in conformance with current code in terms of setbacks or height.

And so what we recommend is we would allow the conversion of that garage to be to become an ADU, and we would not force it to comply with current codes again in terms of making them change the footprint or the height of the structure.

We would restrict the total dwelling unit size to 800 square foot as we would with any other ADU.

The last example would be we talked about access for the ADUs or primary access.

For new construction, we would require that that be on the side or the rear of the property.

If we have an instance, so let's say you have a home and you have a garage that's attached to the home, and that garage already has an existing door.

And so if you convert that garage into an ADU, that door is already existing.

We would allow you to use that as a primary entrance into your ADU.

We wouldn't make you move the door to the side or the rear of the property.

So we would say that that's a non-conforming situation, and we would allow you to do that.

So currently we have standards for minimum dwelling sizes in all residential districts, and so we would recommend amending this chapter to specify that those requirements only pertain to the principal dwelling unit, and additionally, we would clean up and clarify current language to eliminate redundancy.

In terms of parking for ADUs, so we recommend the following amendment to the chapter.

As you remember, a lot of the other localities require at least one parking space.

And so where we landed on this is we we would recommend doing requiring one on-site parking space shall be identified only when one or both sides of the street adjacent to the lot where the ADU is established is designated as no parking.

And so this proposal aims to balance priorities by reducing potential parking challenges in neighborhoods while considering negative impacts to resiliency objectives by requiring excessive impervious surface on properties.

Excuse me.

Um in terms of administration, staff recommends that all newly established ADUs require a zoning administrator permit.

So we are now recommending the ADU have a zoning administrator permit.

Um while we are committed to streamlining the process as much as possible.

This approach offers several important benefits.

And so number one, it would support stronger enforcement.

It would allow us to track where ADUs are being established.

It ensures all safety requirements are being met given the units will be occupied, and it provides a mechanism most importantly to collect owner information, which will be critical as we move toward an owner occupancy requirement.

And of course, any other building code or uh mechanical electrical plumbing permits would be required on top of the zoning administrator permit.

The enforcement process.

So the building code and zoning ordinance, uh, the way that we do enforcement of violations is very similar in terms of timing and process, but for building code, what we would be potentially sending a violation for is if we were to find that someone was doing work without permits on the zoning side.

If we do require a zoning administrator permit, the violation could potentially be for somebody who's occupying an accessory dwelling unit without that zap in place.

And so essentially you would see the process below, we would send a violation, they would have 30 days to correct generally, do a re-inspection, and if not corrected, we would do a summons for court.

So in summary, staff recommends the expansion and amendment of the zoning ordinance in reference to chapters one, two, four, and eleven.

And Monica will talk next steps.

So where we're gonna be going next from here.

So when we briefed you all back in December, Mayor Gray, I remember you asking us about the neighborhood commission, ensuring that there's some involvement with them as where as well as the mayor's committee for people with disabilities.

Um so we will be returning to those spaces and presenting the same information to them, um, hoping to receive feedback from um both that board, the neighborhood commission, and of course, our planning commission.

We plan on doing that before our next target date.

So our target date is October 16th to present the actual ordinance itself to planning commission.

So that would be a public hearing, and we will be asking for the planning commission to call a vote for that.

And then following that decision, we'll be bringing that same ordinance back to you all, City Council on November twelfth.

Right.

We are always posting a lot of the information.

If you want all of the data information, if you want packages that the steering group went over, any next steps, key dates, you can always find that at Hampton.gov slash ADUs.

And now we will pause here and take any questions you all have.

Questions or comments from council members.

Okay.

Thank you.

Thank you.

Thank you.

Thank you.

So I think I'm going to uh take a break.

Uh we'll take uh 10 minutes for bathroom break.

Grab a drink, water, so forth.

So let's come back at uh three twenty-five.

Okay, it is three twenty-six, so we're going to reconvene our afternoon session and uh ask the city manager to uh call the next item.

Yes, thank you, Mr.

Mayor.

Um, a couple of months ago, council had an item on its agenda to consider an ordinance that was specifically designed to allow police to ask people who were camping on our city rights away to leave uh the right-of-ways if they were becoming problematic, and this would apply to anyone.

Um, it was um described by many as an ordinance designed to criminalize homelessness, which was never its intention.

But any ordinance that has a prohibition must have a penalty for what that prohibition could result in if the person doesn't follow it.

And following private trespass rules, the public trespass, which this would have been would have been equivalent to a twenty five hundred dollar fine or potential time in jail.

So council understanding that people were misconstruing this to be a potential, you know, move to criminalize homelessness, which it absolutely was not, um, decided to punt and take time to convene a stakeholder group to really look at how we might address some of the questions that they were trying to get at first in the first place.

Um, despite assurances from the council and the police chief that it was never our intention to issue fines, of course, it would make no sense if there was a homeless person who was one of these people that needed to be moved along to give them a fine of twenty five hundred dollars.

They obviously can't pay it, or to put them in jail where it costs them more money.

People still had this sense.

So the idea had um even come up in the first place because some people don't choose to be helped when we send out our social service and community service uh board teams to try to get them assistance.

They choose to stay, but then there's objectionable behaviors that are problematic to the neighborhoods and the businesses.

Um, in some cases, frankly, people are their their children or uh customers are having to see people urinate defecate, maybe even shoot up drugs in front of their homes and businesses, and that's also not acceptable.

And so what the council wanted to do is have us convene a stakeholder group that could talk about how do we treat the homeless humanely and be sensitive and empathetic to what they're going through, but also realize that there are certain norms of community behavior that have to be upheld in neighborhoods and businesses so that our neighborhoods and businesses can thrive.

For instance, the various business districts, Phoebus, Downtown, Coliseum Central that had asked us to look at things, and they have processes for selecting stakeholders and then neighborhoods that had brought these issues to us.

So we finally now have a group of stakeholders that's balanced and ready to proceed.

But they haven't, Mr.

Mayor and Council members been able to meet and do the work you had asked.

So today, respectfully, we're going to ask that we sort of push off the whole schedule we had anticipated by 60 to 90 days to allow that group the time to meet.

But I thought it might also be helpful for the people who really didn't have a sense of how we might navigate this, especially in light of some of the federal actions that have been talked about.

And I don't want to get political at this point, you know, and that's not what I'm trying to do, but I know that there's a lot in the media at the national level, and I want our public to understand that we really are trying to approach this from a very humane, um, empathetic community caring perspective, because that's who Hampton is.

Hampton really does care about its people regardless of their circumstances.

And so I thought it was really important today for us to talk about how this stakeholder group is going to work to try to resolve some of these tensions I just described, so that people have some confidence that as we have people from all sides of the issue, the neighborhoods and businesses that we're wanting the council to have something in place so that they don't have to see objectionable kinds of behaviors on a regular basis, as well as those of us who care deeply about the homeless and how we might support and help them in a humane way, how they might come together.

And I'm so pleased to introduce uh Demi Keeleo, who is our iTeam civic designer who also has a passion about this issue and has developed a civic design approach to help us navigate this issue.

And this is the pathway that we're going to use with the stakeholder group to bring some recommendations ultimately forward to council and the larger community.

So uh council, it's my pleasure to introduce Demi for you for you all.

He's gonna do a short presentation on um how he will help facilitate a co-designing session with the stakeholders that have been selected to represent the various interests and how we will come back to you and succeed in 90 days with uh the proposals.

Okay, welcome, Demi.

Um Thank you, City Manager Bonting.

Um, this will be very short.

I'll be reading notes off my phone, so if you see me looking down, that's what I'm doing.

Um, my name is Demi Kalu.

Uh I am a designer with the Hampton Innovation Team.

Uh, we're working towards climate justice in the city, and we support the city where we can with existing projects like this one.

This is a deck I put together in order to show what a co-designing session could look like involving stakeholders who may have opposing views around this this issue.

Uh, this is a personal issue for me as someone who has been without a home in the past, uh, from sleeping in my car to couch surfing with friends and family to working at a Baltimore nonprofit for uh for women in similar situations.

So it's an honor to be able to support this in any way I can.

So, usually when we start our projects or when we're introduced to a to a project, we try to create what their problem frame is.

Uh for us, the public discomfort and safety concerns related to behaviors associated with homelessness have led to a proposal ordinance that criminalizes these actions.

The challenge is to create a community-informed, passionate and effective response that balances dignity, public health, and community expectations while fostering solutions that work for all residents.

We then go into a how might we?

How might we is a statement uh is the design to use to reframe a problem a problem or challenge uh or a challenge into an open-ended, optimistic question that advised solutions.

So it's a way to frame the issue in a more positive way that feels like the solution can be actually actionable.

And so, our how might we was how might we address public concerns about safety and cleanliness while upholding the dignity and rights of people experiencing homelessness.

Our goals for the project is to co-design actionable, humane, and community supported alternatives to per to the proposed ordinance by facilitating a listening and design session with diverse uh stakeholders.

Uh co-design is a way to create something with the people who are being affected by a problem or people who are involved with it.

So this co-design session is a half day session.

We'll bring together four key groups, people who with lived experience of homelessness, service providers, concerned residents, and government officials to listen, learn, and co-create solutions.

The first activity is called Walk in My Shoes.

Participants will anonymously respond to prompts such as one thing I wish others understood about my experience.

The hardest part of being in my situation is, or what helps me feel seen and respected is the responses will be shuffled and read aloud, creating a safe, powerful way to hear and reflect on the diverse experiences in the room.

And overall, it'll be three different activities, each one bringing us closer to our goal.

So the goal for activity one is to surface and share the live experiences, feelings, and perspectives of all stakeholders in a safe and anonymous uh environment in this activity.

After gaining um insights, the next step would be to actually start to brainstorm different ideas.

So we'll start the brainstorm ideas together with the different mixed groups working together.

So we might have several groups in one room from all different sides of the table.

Uh they'll rotate rotate through theme stations to brainstorm creative ideas for addressing public concerns while preserving dignity and fairness.

Each station focus on focuses on a specific question or challenge.

Okay.

Some of the questions that will be at the different stations uh are on the left under step one.

So, how can we reduce public discomfort while respecting human dignity?

What services or spaces are missing that can help?

And what kind of rules, if any, would feel fair and effective.

The outcome is to show all voices contribute to ideation with ideas building upon each other as each group rotates to different uh to different stations around the room.

And then activity three is actually taking those ideas and voting on which ones they think they should move forward with or turn into more actionable steps.

So they'll collaboratively access assess the brainstorm ideas by mapping them on a grid to evaluate their potential impact and feasibility.

This steps helps this step helps identify the most promising and realistic solutions.

And so after the brainstorming, they'll pick five or six five to six top ideas and write each on large sticky notes or a card.

Then on a big wall or whiteboard, they'll draw a two by two grid.

And finally, as a group, they'll discuss and place each idea on the grid based on low to high impact.

The outcome is to critically evaluate the brainstorm ideas based on a potential impact and how realistic or achievable they are.

And then hopefully by the end of this session, we can uh deliver a report, whether it's to the city manager or other folks who might be working on a project of what came out of the group session.

That's it.

So hopefully that gives counsel and the community a sense of how we're gonna navigate forward with this issue.

Um, and again, um, what counsel had previously announced is we'd bring back a revised draft of the ordinance today.

Clearly, we're not in the position to do that yet, and that council would re-hear it at the next meeting.

Um, since we deferred to a date certain next month, we'll have to redefer again, and we may even suggest to a date uncertain since we won't know exactly when we'll complete the work.

Um, but of course, we'll keep the community posted through various uh communication methods and keep the council posted and make sure we're abundantly clear about the work and bring back a report uh through Demi and others once this group does the work that he's outlined.

So there are any questions for Demi.

Thank you.

And last but not least, this afternoon, uh, we do have a report from the summer employment college interns as part of their work and helping us navigate our summer youth employment program.

Um, Alex Alexia Gaines, one of our summer youth employment success success coaches.

I hope I'm saying this right.

Forgive me if I I butcher your names.

Uh, yeah prep.

Uh who is also a summer youth employment success coach and Demir Borders, uh, the third uh summer youth employment success coach are going to do a presentation to you on the capstone project that they did and um how the program went this summer.

So good afternoon again, members of council mayor, vice mayor Brown, uh City Manager Bunting and City Attorney Sidnore.

So good to be with you guys again this afternoon.

It is my pleasure to introduce a key member of the Office of Youth and Young Adult Opportunities, uh staff and team, and Miss Tashi Patterson, our senior administrative assistant.

Tashi has been instrumental in coordinating and supporting the summer youth employment program, and this year she played a vital role in launching our new success coach model.

This initiative has been strengthened by mentorship, uh giving youth participants an opportunity to grow while giving emerging professionals a chance to lead and to grow as well.

And so now we'll hear from Ms.

Tashi Patterson.

Good afternoon.

I'm Tashi Patterson, Senior Administrator for the Office of Youth and Young Adult Opportunities.

This summer, the Summer Youth Employment Program entered a new era with the introduction of the Success Coach Model.

It was a solution rooted in care, structure, and leadership.

We imagined a role that not only supported summer youth employment participants, but also gave emergent professionals the chance to leave from within.

Today you'll hear directly from the success coaches who made the vision real.

They provided mentorship, supported staff, and elevated our city's youth.

Now I invite them to share their story.

Hello, my name is Alexa Gaines.

I'm a current student at BCU, Virginia Commonwealth University, Gorams, majoring in business management with the minor in entrepreneurship.

This summer has been especially meaningful as I've come full circle.

I once had I was once a participant in the summer youth employment program.

This year I have the privilege of returning as a success coach, mentoring youth across 18 sites.

Throughout the summer, I have developed professionally through mentoring and shadowing while also supporting my peer my peers through workforce development.

I had the opportunity to shadow Maurice Leary in the economic development department, gaining first hand insight into how intentional city planning can empower communities.

This experience helped me connect my academic studies to real world impact and deepen my passion for community development.

It also inspired me to think more broadly about the bridges that we build for ourselves and for others.

Hello everyone, my name is Siachi Mai Prampa, also known as Michelle.

I'm a proud and recent graduate of the illustrious Hampton University Go Pirates.

I'm also an aspiring law student currently studying for my LSAT.

But this is my first summer as a participant of the SYEP program, and I was assigned the role of a success coach and also um experienced a dual journey with being taxed with 16 sites.

I also shadowed in my field of interest, shadowing city attorney Courtney Cinder, confirmed my calling in the legal field.

I saw law in action as leadership service and legacy.

Connecting with her interns, including some from Willem and Mary, which is also a current law school, I'm also currently considering, made it all feel so real and achievable.

And this experience gave me the confidence I needed to know that I'm definitely on the right path.

Good afternoon.

My name is Demir Boydis.

I am currently a student at Livingstone College majoring in sport management.

This summer I was given the privilege to be a job coach for the summer youth employment program where I have worked for the past two years.

As a job coach, I visited many work sites providing support to the supervisors and the participants of the program.

This role has improved my skills and responsibility, leadership and cooperation within my teammates and myself.

I was also given the opportunity to shadow Miss Eris Medden, who is the recreation administrator for the city of Hampton.

During my shadowing experience, I learned how much the parks and recreation department does outside of maintaining the city parks and community centers and how they also create youth and adult athletic leagues as well as therapeutic programs for all.

The SYEP Success Coach is more than just a mentor to its participants.

We serve as mediators, advocates, and peer leaders, helping the youth navigate their jobs and workplace expectations.

We check in regularly, provide guidance, and bridge the gap between supervisors and youth.

Whether it's resolving conflicts, boosting morale, or just listening, we show up with consistency and heart.

This role matters because it creates a structure of support that strengthens both the youth outcome and program operations.

We're not just helping our peers succeed in summer jobs, we're equipping them with lifetime tools.

Let's be honest.

The summer youth employment program is growing quickly.

Without embedded support, staff can't provide consistent mentorship.

That's where we come in.

We relieve pressure by handling youth check-ins, resolving issues on site, and oh, I'm sorry.

By handling youth check-ins, resolving issues on site, and giving staff more time to focus on high need uh participants.

We have become a critical support system for both the staff and the youth.

For the youth, we are relatable leaders that they can trust, and for supervisors, we are partners that they can depend on.

We help prevent burnout, resolve misunderstandings early, and keep communication flowing.

The success coach model works because it empowers everyone involved.

Now we know we have made an impact.

Here are just the impact and numbers.

Since the program began, we've had 55 site evaluations completed, 12 reflections submitted, and 87 youth have been supported.

This making over half of the SYP participants, giving us a walk-in number of 59.18%.

This broken down by Alexa having 31, DJ Damier having 17, and myself having 30.

Six of these youth also being a part of the Hopeful Hampton program.

But behind this data are real stories from our participants at Gifted Hands, tomorrow's artwork will be showcased at the SYP graduation because she truly is a gifted individual.

Carson at Willow Oaks Library, once reserved and quiet, has now found his voice and become more comfortable around others.

And lastly, Adelsi from Marketing and Outreach is a returning intern because she impressed her supervisor so much.

They are now hoping to receive more interns just like her.

These stories remind us that this isn't just a job, it's a season of impact.

This summer we built leadership, manage data, and grew through service.

We saw what readiness really and truly looks like.

We led with heart, modeled accountability, and showed our peers what support truly means.

To our staff, supervisors and peers, thank you for letting us walk beside you.

We hope this model continues to uplift the future youth.

And now at this time, we would like to defer any questions or comments to city manager's office, city council, or the office of youth and young adult opportunities.

Thank you for walking behind the clipboard with us, and thank you for continuing to invest in our community.

Thanks.

Um job professional development.

And so to see where it has come now, it really just warms my heart.

It really does.

From where it was when I was in your shoes when I was a student here working in this office when I was 15 years old as a student worker for city council's office, and um it's it's it's just amazing.

Just thank you for all that you do, the investment you give in those children, because you don't know where they will end up.

Um it wasn't my desire.

I'm gonna be very honest when I was 15 to be on city council, but you never know where it may lead you to.

So I just want to say thank you.

It's very amazing of what you all are currently doing and keep doing it.

Keep in and investing because those children out there, they are definitely worth it.

Thank you.

Thank you, Councilwoman Harper.

Councilman Bowman.

I just want to thank you.

It was an outstanding presentation and just having the courage to get up in front of us and being in council.

Um, you could be anywhere today, but just to come here and demonstrate what you go through day to day that we'll appreciate it.

And just thank you, and best of luck to you.

Thank you.

Okay, I just had one question because we get the names right.

Who is yeah?

Me.

That's you.

Okay, I didn't catch where you were going to college.

Oh, I was currently, I went to Hansen University.

I recently graduated.

Okay.

All right.

I knew we had to have a hand graduate, a Hampton University graduate here.

So we're going to do that.

Did anybody say that you're graduated from Virginia State?

Okay.

All right, great.

Thanks.

Thanks for your presentation.

And I hope you uh I mean, I really hope this program was of some value, not only to the participants in it, the you know, the students, the high school students, but those of you at the college level who served as success coaches.

Um, it's a good mix of kids to give, allow you to be good examples for those that are coming up behind you.

So I think that's um extremely important for what what we're trying to accomplish with it.

So thank you for doing what you did.

Ms.

City Manager.

Only because I want to make sure council gets the full credits it's due.

And I I hope I'm not putting any of you on the spot.

If if I do, you can refer it to Miss Handy.

How many high school students did you all collectively support in the summer youth employment program this year?

Thank you, Nance.

So they collectively supported all 147 of our youth within the summer youth employment program.

Um they have managed through challenges that our young people have and navigated on the day-to-day and had the opportunity to oversee them but also offer mentorship because it's very important for peer to peer-to-peer mentorship to be offered.

So our young people are very happy to have had them this summer.

I just wanted to say that number again because we started out the summer youth employment program several years ago, much smaller, and we built it up over time.

And so again, that's a hundred and forty-seven high school students that we're now taking care of, and that's because of the council funding.

And one of the things I'm very proud of, and it doesn't work perfectly for every young person, but we over time have started to align with the young person's academy pathway to try to link them with employers.

In the old days, we only employed them in the city, but the council has allowed us to use the money to employ them with people, uh businesses in the community that might align better with their academy pathway so they get actual experience with what they're choosing to do, either if they're going straight to work or if they're going to apply for college.

You know, for instance, someone wants to be a lawyer.

We we have a city attorney's office, so you can work here for us.

But some jobs we don't have, and so most jobs we do have, by the way.

Any young person who's watching this, think of your local government because we do have a diverse set of of jobs, and we can employ most professions, but there are a you unique set of jobs we can't hire.

And so we try to make sure young people can have that positive experience that they want to get in the community.

But 147 is huge, and it does mean that we're helping people like you said, Councilwoman Harper, explore and and and make a little extra money and get their first job experiences and help build their resume.

So I just wanted and and and for this small group of college interns to be able to support them, have positive outcomes.

You all did a great job, and we thank you for your service.

And so I just want to add on to that while they do support all 147 of our students, they directly uh were assigned to 87 of them.

Um, but they do between collecting of data, uh additional surveys, site visits, and just being present, uh, provide a support to all 147.

So thank you.

All right, thank you.

Thanks for your presentation.

All right, that concludes all of our presentations for the afternoon.

Um are there any regional issues?

Uh are there any items or new business?

Okay, so with that, we will uh reconvene our special meeting uh that started uh this morning uh in the Lawson conference room at uh three at 405, and uh with that I want to ask the uh clerk to read a motion for the closed session the motion required is to convene a closed session pursuant to Virginia Code sections 2.2-3711 point A point one to discuss the appointments as listed on the agenda need a motion and a second did she only see questions so moved second did you include the property one too?

I'm sorry.

We are just we were just making sure you included the property one as well as the personnel one.

I did not.

I thought that matter was concluded.

We did not conclude that one.

Let me reread the motion with the first and the second the correct.

That's what I was double checking, be re removed.

Okay, I would I resend my motion for the moment I will repeat the motion close to convene a closed session pursuant to Virginia Code sections 2.2-371.3 and point one to discuss or consider the disposition of publicly held real property in the Buckrow area where discussion in an open meeting would adversely affect the bargaining position or negotiating negotiating strategy of the city and to discuss appointments listed on as listed on the agenda.

Okay, now we need a motion to move second, okay.

Councilman Bowman, Councilman Vice Mayor Brown, aye, Councilwoman Campbell, aye, councilwoman Bherby, aye, councilwoman Harper, aye, Councilwoman Muggler, Mayor Gray.

Aye, and again we will uh convene in the uh laws in at 405